Dr. Bill Howatt
Every organization has a north star - the reason it exists - and most have a strategic plan that details the goals and objectives that will carry the organization toward that star. The plan outlines the roles and responsibilities and, ideally, the specific objectives each division and employee needs to achieve. In addition to the strategic plan, there are policies and procedures, core values, and organizational norms that ensure everyone works together toward these common goals.
Regular coaching and performance management discussions are essential to ensure that activities are aligned and that employees fulfill the requirements of their roles. These discussions provide clarity and an opportunity to help employees develop new knowledge and skills and learn and grow.
We also need to be prepared for discussions about substandard performance with employees, and the way we handle these conversations is essential to protecting employee wellbeing.
When conducted through the lens of psychological health and safety, performance management, and, when necessary, progressive discipline protect organizational sustainability. These practices help create a safe, inclusive, and welcoming workplace where employees trust leaders to engage authentically and respectfully and feel supported and equipped to perform well.
Conducting progressive discipline in a psychologically safe manner
As leaders, it is incumbent upon us to correct poor performance and control behaviours that fall outside organizational values, policies, and norms.
Whether in a union or non-union environment, the Government of Canada suggests that leaders use progressive discipline to correct problems caused by an employee's performance.
Psychologically safe progressive discipline involves teaching employees about acceptable behaviour and successful performance and correcting missteps without causing mental harm.
The steps of progressive discipline fall on a continuum from least severe (informal coaching) to a verbal warning, written warning, final written warning, and termination (most severe). Depending on the severity, a behaviour breach may warrant skipping to the last step.
Note: Before taking the last step, consult your employment lawyer to ensure you operate within bounds and current case law standards.
Application of progressive discipline
Managers can use progressive discipline to exercise authority fairly, objectively, and in a psychologically safe manner. It is important to be objective and reasonable and maintain focus on the desired behaviour. Be sure you:
- are fair and transparent abour behavioural expectations.
- acknowledge and recognize good performance.
- act fast when you see an employee veering off course before poor work becomes a habit.
- focus on helping the employee improve performance by providing clear, practical, and appropriate coaching.
- explain that the goal is to stop unwanted performance before it reaches the dismissal stage.
Below are additional tips to help you engage in performance management and progressive discipline discussions in a psychologically safe manner.
- Have a written game plan for progressive discipline - Train leaders on the plan and how to correct behaviour in a psychologically safe manner.
- Set expectations early and provide regular feedback - Leaders should set expectations, follow up, monitor, and check in with employees to reinforce desired performance and behaviour.
- Don't take behaviour personally - Regulating emotions when confronting and correcting behaviour is imperative. Leaders who take wrongdoing personally risk becoming angry with employees, which can lead to more harm.
- Rule out mental illness. Leaders have a legal duty to inquire to protect employees who may have a mental illness, including a substance use disorder. Pay close attention to circumstances where you've observed a drastic drop in the employee's performance and/or behaviour changes. The behaviour change could be due to a traumatic exposure or mental illness that warrants performing a duty to inquire.
- Understand the duty to inquire - This article in Human Resource Director magazine explains, "The duty to inquire is a lesser-known accommodation prevalent in Ontario law. Just as the name suggests, it dictates that an employer has a legal obligation to say something if they believe one of their employees is acting unlike themselves."Every leader should be trained in duty to inquire. This training is available in the Psychologically Safe Leaders Certification provided by the University of New Brunswick.
- Accommodate employees who need support - If you have identified mental health or substance use issues, be sure to provide the necessary accommodation. The Supreme Court of Canada states that, in an employment context "… the goal of accommodation is to ensure that an employee who is able to work can do so. In practice, this means that the employer must accommodate the employee in a way that, while not causing the employer undue hardship, will ensure that the employee can work. The purpose of the duty to accommodate is to ensure that persons who are otherwise fit to work are not unfairly excluded where working conditions can be adjusted without undue hardship."
If time off work is required, be sure employees do not return to the workplace until they are well enough to perform their function in a manner that does not cause harm or put others at risk of mental or physical injury.
- Identify and stop unsafe behaviour. No employee has the right to hurt other employees. Safety must be the priority. Stop unsafe behaviour immediately in a manner that does not put either employee at risk. After the event, gather all of the facts; don't make assumptions. Once the facts are clear, ensure no one is at risk and everyone is psychologically safe. Work with the employees who were involved to correct behaviour and prevent future incidents.
- Make corrections and avoid judging employees - Be clear that the goal of progressive discipline is not to judge the employee as good or bad. Judgment is not acceptable and can be traumatic. People make mistakes. Corrections are designed to provide clear boundaries, new knowledge, and skills.
Every employer has the right to create and hold employees accountable for performance and adherence to corporate values and norms so that the business is successful and no harm comes to employees, the community and the business. Engaging in performance management discussions and applying progressive discipline in a psychologically safe manner will facilitate competency development and social norm compliance without judging, shaming, or causing mental harm.
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